Peggy Winton President/CEO AIIM. Getting to Decisions and Action: Viewing Knowledge Management Through a Different Lens

Transcription

1 Peggy Winton President/CEO AIIM Getting to Decisions and Action: Viewing Knowledge Management Through a Different Lens

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3 Snap this. Just visit: info.aiim.org/dod-2018

4 Three Ways of Looking at KM 1) Every organization is on or should be on a Digital Transformation journey. The heart of this Transformation journey is understanding, anticipating, and redefining internal and external customer experiences.

5 Three Ways of Looking at KM 2) Digital Transformation effectiveness is imperiled by a rising tide of information chaos and confusion.

6 Three Ways of Looking at KM 3) The rising tide of information chaos and confusion is creating a demand for new information management practices that extend beyond traditional KM.

7 Three Ways of Looking at KM 1) Every organization is on or should be on a Digital Transformation journey. The heart of this Transformation journey is understanding, anticipating, and redefining internal and external customer experiences.

8 Digital Transformation Defined Using information in brand new ways to: Enrich customer experience Enable innovation Execute processes nimbly and on demand Minimize risk

9 Digital Transformation Hype or Reality? 81% of organizations believe that Digital Transformation is important OR very important to their organization. not important at all somewhat important Rate the overall importance of Digital Transformation to your organization. 2% 17% important 31% very important 50% 2018 AIIM - use with attribution permitted 2018 State of IIM, Overall N = 366

10 Current Status of Digital Transformation Only 20 months from 2020, less than 1 in 5 organizations are near where they want to be re the core Transformation challenge of understanding, anticipating, and redefining internal and external customer experiences. Relative to where you want to be by 2020, where are you in your overall Digital Transformation Journey to "understanding, anticipating, and redefining internal and external customer experiences"? we're there! 75% there 50% there 25% there 4% 15% 27% 29% planning, but haven't started 22% don't care 3% 2018 AIIM - use with attribution permitted 2018 State of IIM, Overall N = 366

11 Disruption Truly disruptive moments occur once in a generation.

12 Disruption They occur when the cumulative inertia of technology innovations is standardized and disrupts business models.

13 At the heart of capitalism is creative destruction. -- Joseph Schumpeter

14 Digital Disruption creates 100x the innovation power. That means you and your business are facing at least 100x the competitive threat. accelerates competing ideas even as it facilitates the entry of a previously impossible number and magnitude of ideas.

15 Technology Change & Core Business Models Over 53% of organizations are living on the edge of a potential serious disruption in their business model. My organization is concerned that we could face serious disruption of our business model in the next 2 years. Completely disagree 6% Somewhat disagree No opinion 22% 20% Somewhat agree 36% Completely agree 17% 2018 AIIM - use with attribution permitted 2018 State of IIM, Overall N = 366

16 Three Ways of Looking at KM 2) Digital Transformation effectiveness is imperiled by a rising tide of information chaos and confusion.

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18 By 2020, IT Departments will experience 10X the number of servers (virtual and physical) 50X the amount of information to be managed 75X the number of files or containers that encapsulate the information in the digital universe 1.5X the number of IT professionals available to manage it all

19 Artificial Intelligence Takes what was one of the biggest challenges of internet-generated information the size of the data set and leverages it for massive computing power Makes massive amounts of discrete and disparate information readily available to drive user-driven processes on demand Makes location irrelevant by having description-based metadata attached to business content

20 Information Growth vs. Capability Improvements Despite major improvements in information management capabilities over the past 10 years, organizations have only marginally kept pace with the new wave of Big Content challenges. On a scale of 1 (TERRIBLE) to 10 (EXCELLENT), please rate the overall effectiveness of your organization in managing, controlling and utilizing electronic information =terrible 2.5% 1.5% 2 3.6% 5.5% % 13.0% % 15.2% % 18.7% % 19.8% % 15.9% % 7.0% 9 1.6% 2.5% 10 = excellent 1.6% 0.8% Avg AIIM - use with attribution permitted 2018 State of IIM, Overall N = 366

21 Understanding rising information sprawl The average number of content systems in use continues to rise; the average number of systems has grown by nearly 30% over the past 5 years. How many different Content/Knowledge/Document Management suppliers/systems does your organization currently use? None 4.2% 4.9% 1 system 13.5% 20.7% 2 systems 29.3% 28.4% 3 systems 17.5% 20.5% 4 systems 11.6% 7.7% 5 systems 6.5% 8.7% 6 systems 3.4% 1.5% 7-10 systems 6.2% 3.6% More than 10 systems 7.9% 4.1% AIIM - use with attribution permitted 2018 State of IIM, Overall N = 366

22 Content integration remains a challenge. While most organizations continue to increase the number of content systems they use, a rising portion of critical business content (now 54%) remains OUTSIDE those content management systems. What proportion of your unstructured content and information (excluding s) would you say is stored in enterprise systems (ERP, HR, Finance, CRM, Project Management, LOB, etc.) INSTEAD OF in a Content/Knowledge/Document Management -- and is not accessible through those system(s)? % 2.8% 2.7% 10% 5.4% 6.8% 20% 7.6% 8.3% 30% 10.1% 12.2% 40% 10.1% 8.6% 50% 10.8% 11.6% 60% 12.7% 9.8% 70% 14.6% 13.1% 80% 12.3% 10.1% 90% 13.6% 16.9% Average % AIIM - use with attribution permitted 2018 State of IIM, Overall N = 366

23 Three Ways of Looking at KM 3) The rising tide of information chaos and confusion is creating a demand for new information management practices that extend beyond traditional KM.

24 How well do your existing IM/KM/DM/RM systems meet your needs in the following core areas? -- % saying fails or struggles Usability and intuitive design 45% Speed and responsiveness to changes 53% Overcoming information sprawl and data silos 59% Mobile device access 53% Integration with enterprise systems and interoperability Ease of configuration 46% 48% Content analytics 55% Source: AIIM -- N=182, users only, conducted Fall 2017

25 Status of Transition to the Cloud In just 3 years, we ve moved beyond the cloud tipping point. Even for organizations that were initially skeptical, for over 8 in 10 organizations, cloud capabilities now a key part of the solution. IN GENERAL, in which direction are your organization's delivery/deployment methods for information management changing over the next 12 months? Moving towards outsourcing Moving towards a hybrid of cloud and on-premise Moving towards on-premise 4% 12% 48% Moving towards the cloud 36% 2018 AIIM - use with attribution permitted 2018 State of IIM, Overall N = 366

26 Changes in how knowledge capabilities are utilized For 70% of organizations, the monolithic model has been replaced by a desire to consume content capabilities as needed i.e., content services. Our organization wants to pick only the information capabilities we need for each process or application. Completely disagree Somewhat disagree 1% 14% No opinion 15% Somewhat agree 50% Completely agree 20% 2018 AIIM - use with attribution permitted 2018 State of IIM, Overall N = 366

27 The core instability in IM practices 92% of organizations believe that something needs to change and that they must modernize their information management strategy. Completely disagree Somewhat disagree Our information management strategy needs to be modernized to meet modern problems. 1% 5% No opinion 2% Somewhat agree 28% Completely agree 64% 2018 AIIM - use with attribution permitted 2018 State of IIM, Overall N = 366

28 Disruptor What users want What pressures does this create on traditional KM? Consumerization Solutions that meet the consumer test. Simplicity -- Simple and transparent consumer grade knowledge worker tools designed for mobile workers. Cloud Cloud capable solutions. Cloud-first - Quickly deployed, elastic, available from anywhere, with constant updates. Privacy Data Platforms Machine Learning Protection of our core information assets. Tools to deal with the tidal wave of incoming information. Rapid development of new applications with a minimum of customization. Extract intelligence from all of the stuff we ve accumulated. Automated governance -- Take as much of the human element as possible out of governance by applying semantic and auto-classification technologies. Intelligent Capture -- Ability to standardize input streams and directly connect them with core business processes. Open content services - Ability to easily link low-code and no-code process-specific applications and platforms. Auto-classification and analytics -- Ability to infer metadata where it doesn t exist and create value from insights.

29 Reality. % Agreeing/Strongly Agreeing 73% -- Core knowledge management capabilities will increasingly be embedded automatically rather conducted by a separate enterprise system. 71% -- Much as we might wish it otherwise, we exist in a multirepository world and that s not going to change. 81% -- We would prefer to pick and choose the information management capabilities we need for a particular problem rather than buy everything. 67% -- The kinds of information management capabilities we need vary wildly depending on the process we are considering. Source: AIIM -- N=182, users only, conducted Fall 2017

30 Back to Digital Transformation means that the business (where purchasing power is shifting) cares far more about what something is (a contract? a press release? an RFP? sales collateral?) than where it is stored.

31 Back to Digital Transformation means that information is protected based on what it is and whose it is, not based on format or restricting the device upon which it is accessed.

32 Back to Digital Transformation means that the business needs information management tools that are: easy to use usable without a lot of IT involvement easy to integrate into day-to-day processes consumable by the drink, not the gallon

33 New KM Mindsets It s about data AND content. Build new data competencies Make a commitment to metadata; use analytics to extract it Transformation not likely to occur via a big bang Adopt a day forward bias There are many flavors of solutions. Rip & replace? Think of it as Intelligent Information Management

34 Intelligent Information Management Rationalize & modernize the information infrastructure Digitalize core business processes Optimize collaborative environments for customer & employee experience Automate governance & compliance Leverage deep learning & machine learning capabilities

35 Relax Just visit: info.aiim.org/dod-2018

36 @pwwinton